| Description |
1 online resource |
| Contents |
Endorsements -- Title page -- Copyright -- Foreword -- Dedication -- Introduction -- Part One: Teaming -- Chapter One: A New Way of Working -- Teaming Is a Verb -- Organizing to Execute -- The Learning Imperative -- Learning to Team, Teaming to Learn -- Organizing to Learn -- Execution-as-Learning -- The Process Knowledge Spectrum -- A New Way of Leading -- Leadership Summary -- LESSONS AND ACTIONS -- Chapter Two: Teaming to Learn, Innovate, and Compete -- The Teaming Process -- Four Pillars of Effective Teaming -- The Benefits of Teaming |
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Social and Cognitive Barriers to TeamingWhen Conflict Heats Up -- Leadership Actions That Promote Teaming -- Leadership Summary -- LESSONS AND ACTIONS -- Part Two: Organizing to Learn -- Chapter Three: The Power of Framing -- Cognitive Frames -- Framing a Change Project -- The Leaderâ€"! Role -- Team Membersâ€"!Roles -- The Project Purpose -- A Learning Frame Versus an Execution Frame -- Changing Frames -- Leadership Summary -- LESSONS AND ACTIONS -- Chapter Four: Making It Safe to Team -- Trust and Respect |
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Psychological Safety for Teaming and LearningThe Effect of Hierarchy on Psychological Safety -- Cultivating Psychological Safety -- Leadership Summary -- LESSONS AND ACTIONS -- Chapter Five: Failing Better to Succeed Faster -- The Inevitability of Failure -- The Importance of Small Failures -- Why Itâ€"! Difficult to Learn from Failure -- Failure Across the Process Knowledge Spectrum -- Matching Failure Cause and Context -- Developing a Learning Approach to Failure -- Strategies for Learning from Failures -- Leadership Summary -- LESSONS AND ACTIONS |
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Chapter Six: Teaming Across BoundariesTeaming Despite Boundaries -- Visible and Invisible Boundaries -- Three Types of Boundaries -- Teaming Across Common Boundaries -- Leading Communication Across Boundaries -- Leadership Summary -- LESSONS AND ACTIONS -- Part Three: Execution-as-Learning -- Chapter Seven: Putting Teaming and Learning to Work -- Execution-as-Learning -- Using the Process Knowledge Spectrum -- Facing a Shifting Context at Telco -- Learning That Never Ends -- Keeping Learning Alive -- Leadership Summary -- LESSONS AND ACTIONS |
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Chapter Eight: Leadership makes It HappenLeading Teaming in Routine Production at Simmons -- Leading Teaming in Complex Operations at Childrenâ€"! Hospital -- Leading Teaming for Innovation at IDEO -- Leadership Summary -- Moving Forward -- Acknowledgments -- About the Author -- Index |
| Summary |
New breakthrough thinking in organizational learning, leadership, and changeContinuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business resultsIntroduces a framework that clarifies how learning processes must be altered for different kinds of workExplains how Collaborative Learning works, and gives tips for how to do it wellIncludes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among othersBased on years of research, this book shows how leaders can make organizational learning happen by building teams that learn |
| Bibliography |
Includes bibliographical references and index |
| Notes |
Copyright © Jossey-Bass 2012 |
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Print version record and CIP data provided by publisher |
| Subject |
Teams in the workplace.
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Organizational learning.
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BUSINESS & ECONOMICS -- Corporate Governance.
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BUSINESS & ECONOMICS -- Leadership.
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BUSINESS & ECONOMICS -- Organizational Development.
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BUSINESS & ECONOMICS -- Workplace Culture.
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Organizational learning
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Teams in the workplace
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Lärande organisationer.
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| Form |
Electronic book
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| LC no. |
2012001209 |
| ISBN |
9781118216767 |
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1118216768 |
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9781118216743 |
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1118216741 |
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9781118216774 |
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1118216776 |
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